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46 Army AL&T Magazine
good warm-up," Winkler said. "There
are always efficiencies to be gained when
people are forced to be creative, and I'm
confident the PEO and PMs will rise to
the challenge."
Winkler cited as one of PEO EIS' best
practices its PEO Strategy Map, a bal-
anced scorecard based on the Strategy
Map of the Assistant Secretary of the
Army for Acquisition, Logistics, and Tech-
nology. Each of the PMs within PEO EIS
in turn maintains its own Strategy Map to
measure monthly against the PEO's. "It is
all tied into the Army's Strategic Manage-
ment System, viewable by everyone in the
Army," Winkler said.
WORKFORCE
DEVELOPMENT
Besides keeping programs and solu-
tions moving forward to provide needed
capability to Soldiers and civilians, Win-
kler is proudest of PEO EIS' success in
developing the workforce and institut-
ing processes to ensure that there is "no
single point of failure," so that the orga-
nization can mature even while people
come and go.
PEO EIS also established a Human Capi-
tal Strategic Plan to develop the next
generation of leaders at the PEO and PM
levels. Part of its strategy to build new
and existing talent is to recruit college
students to work part-time while they are
finishing their degrees, then hire them
full-time after they graduate.
The Human Capital Strategic Plan was
an output of a Lean Six Sigma Black Belt
(LSS BB) project. "We work Lean Six
Sigma really hard. I tell our people it's
not just about process improvement but
about developing the workforce." LSS is
how people learn how a process "thread"
is knitted through an entire organization,
Winkler said. "And so they learn more
about the organization, more about func-
tional elements of the process."
Another BB project at PEO EIS is looking
at program offices to determine the right
mix of entry, mid-, and senior-level staff.
"I think the tendency, with a hiring freeze
or a pay freeze, is that organizations will
get top-heavy. We want to avoid a situa-
tion like we have in the contracting world,
where we have a big gap in the middle
skills," Winkler said.
A key element of PEO EIS' workforce
development strategy, he said, is to
provide opportunities for internal mobil-
ity so that about 10 percent of the PEO
EIS workforce each year can move into
new assignments to broaden their skills
and experience. "We're not afraid to lose
some of our best people" if it helps them
and the Army, he said.
As Winkler himself prepared to depart, he
said, "I'm practicing what I've preached to
our workforce. I will have been PEO here
for four years in October, so it's time for
me to move on."
Since moving to the private sector, Win-
kler has been consulting with industry to
enhance understanding of government
requirements and help build relationships.
He is also standing up a government
support systems engineering/technical
assistance company that will tackle IT,
cyber, and DOD challenges. He also
planned to volunteer in the office of the
Department of Veterans Affairs' Chief
Information Officer.
"I want to continue providing value added
to the government, and I feel the best
place for me to do that is with private
industry," Winkler said.
PEO EIS' programs "are in excellent
shape," with "an exceptional team who
will keep these programs moving for-
ward," he said. "It's a great office, with a
lot of talent."
Winkler's successor as PEO EIS has not
been announced.
MARGARET C. ROTH is the Senior Editor
of Army AL&T Magazine. She holds a B.A.
in Russian language and linguistics from the
University of Virginia. Roth has more than
a decade of experience in writing about the
Army and more than two decades' experience
in journalism and public relations.
A LOOK BACK, AND AHEAD
$4 BILLION RESPONSIBILITY
As the leader of PEO EIS, Winkler was respon-
sible for more than 2,600 military, civilian, and
contractor personnel executing approximately
$4 billion in programs, or the equivalent of 56
percent of the Army s FY10 information technol-
ogy budget. (U.S. Army photo.)